Models for Manufacturing Excellence To order this title, and for more information, click here Third Edition
By Ron Moore, Ron Moore, P.E., Managing Partner, The RM Group, Inc. Knoxville, TN
Description Presenting the best practices of the best manufacturing companies in the world, this book presents proven models for achieving world-class
performance. Using a case study of a fictional company called Beta International, Moore illustrates how to increase uptime, lower costs,
increase market share, maximize asset utilization, apply benchmarks and best practices, and improve many other aspects that ultimately
raise your company's performance to the level of world-class. 'Making Common Sense Common Practice' takes a good, hard look at plant
design, procurement, parts management, installation and maintenance, training, and implementing a computerized maintenance management
system. In discussing the successes and failures of the world's premier manufacturers, Moore outlines a stable path of growth for almost
any manufacturing company. In today's tough competitive markets, 'Making Common Sense Common Practice' greatly enhances your company's
chance to succeed - and profit.
Audience
VPs of Operations for Manufacturing companies, Manufacturing Managers, Maintenance Managers and Engineers world wide
Contents Acknowledgments Preface
Manufacturing and Business Excellence
Chapter 1
The Scene 1. The Players 3. Integrating the Manufacturing and
Marketing Strategy 5. Becoming the Low-Cost Producer 8. Application of Increased Capacity 11. Beta?s Beaver Creek Plant?RoNA vs. Uptime
13. A Model for Becoming the Low-Cost Producer 13. Measuring Losses from Ideal 17. Sample Calculation of Batch Plant OEE 23. Discussion
of Sample Measurement 28. A Special Case?Beta?s Dwale Plant 29. Hiding Behind Excess Capacity (The Hidden Plant) 30. Differences Between
Batch and Continuous Manufacturers 33. Lean Manufacturing, Six Sigma, and Focused Factories 34. Summary 39. References 40.
Chapter 2
Benchmarks, Bottlenecks, and Best Practices
Benchmarking?Finding Benchmarks and Best Performers 43. Making the Comparison 46. Bottlenecks?A
Dynamic View 54. Manufacturing Uptime Improvement Model 58. References 65.
Chapter 3
Aligning the Marketing and Manufacturing Strategies
Beta?s Pracor Division 68. Market/Product Success Factors 69. Volume and Market Growth Analysis 72. Manufacturing Capability for Supporting
Market/Volume Goals 73. Performance by Plant and by Product Line 74. The Plan 77. Revised Pricing Strategy 78. Plant Performance Requirements
79. Other Actions Required 80. The Expected Results 81. Effect of Product Mix on Manufacturing Performance 85. Beta?s Leets Division?Rationalizing
Customers and Markets 91. Summary
94. References 95.
Chapter 4
Plant Design and Capital Project Practices 96
The Design Process 99.
Design Objectives 100. Key
Questions 101. Operations and Maintenance Input 105.
Estimating Life-Cycle Costs 107. Additional Case
Histories
108. Payback Analysis?Too Simple and Too
Expensive?Payback Is Hell! 110. Summary 114.
References 114.
Chapter 5
Procurement Practices
115
A Model for Developing Strategic Alliances?Goose Creek Plant 117. Supplier Selection 120. Process for Improved Specifications for
Equipment Reliability?Mossy Bottom Plant 122. Improving Supplier Reliability?A Case Study 131. Supply Chain Principles?A Strategic Approach
134. References 137.
Chapter 6
Stores/Parts Management Practices 138
What Are Stores? 139. The ?Cost? of Stores 140. What Stores Are
Needed?Kind and Quantity 140. Standardization 143. The Store 144. Contracting the Stores Function 147. Key Performance Indicators 148.
Beta?s Wheelwright Plant 150. Spare Parts Criticality Ranking Model 155. Summary 157. References 158.
Chapter 7
Installation Practices
159
Follow Existing Standards and Procedures 161. Verify and Use Appropriate Manufacturer Recommendations 161. Installation and Commissioning
of Rotating Machinery 162. Flange and Joint Installation 164. Workshop Support 164. Housekeeping 165. Use of the Pre-Destruction Authorization
165. Summary 166. References 167.
Chapter 8
Operational Practices 168
Improving Operating Practices to Reduce Maintenance Costs 169.
Consistency of Process Control 172. Control Loops 173. Process Conformance for Operational Excellence 175. Operator Basic Care 179. Establishing
Operator Care/Ownership 180. Shift Handover Process 181. Production Planning 182. Advanced Process Control Methods 183. Summary 184.
References 187.
Chapter 9
Maintenance Practices 189
Going from Reactive to Proactive 189. Beta?s Repair Culture 195. Maintenance
Practices 196. Preventive Maintenance 202. Predictive Maintenance 204. Beta?s Current Predictive Maintenance Practices 208. Beta?s Predictive
Maintenance Deployment Plan 209. Proactive Maintenance 210. Focused Factories and Maintenance Practices: Centralized vs. Decentralized
Maintenance 216. The Need for Integrating Preventive, Predictive, and Proactive Practices 219. Life Extension Program 222. Maintenance
Practices and Safety Performance 223. Summary 224. References 226.
Chapter 10
Optimizing the Preventive Maintenance Process 229
First
Things First 230. Creating Equipment Histories from ?Scratch? 231. The Model 232. Some Examples 234. Case Histories 235. Mechanical Integrity
237. Summary 238. References 238.
Chapter 11
Implementing a Computerized Maintenance Management System 239
Case History 242. Reference
248.
Chapter 12
Effective Use of Contractors in a Manufacturing Plant 249
The Reliability Improvement Program 249. Consolidating Maintenance
Contractors 251. What Happened? 257. Lessons Learned 261. Best Use of Contractors 263. Summary 268. References 269.
Chapter 13
Total
Productive and Reliability-Centered Maintenance 270
Total Productive Maintenance Principles?TPM 271. Reliability-Centered Maintenance
Principles?RCM 275. Case Study 278. Some Additional Benefits 283. Summary 284. References 286.
Chapter 14
Implementation of Reliability
Processes 287
Whamadyne?s Journey to Manufacturing Excellence 292. Whamadyne?s Reliability Improvement Plan 296. Results? World-Class
Performance 302. References 304.
Chapter 15
Leadership and Organizational Behavior & Structure 305
Leadership 305. Organizational
Issues 309. Empowerment 309.
Empowerment as a Disabler 311. The Reliability Process?
A Better Way 315. Reliability Improvement Teams
317.
Organizational Structure 324. Mission Statements 328. Communication of Performance Expectations 329. Implementing Reliability and
Manufacturing Excellence in a Union or Non-Union Plant 330. Compensation 331. Summary 332. References 333.
Chapter 16
Training 334
The Strategic Training Plan 336. Boss as Trainer 337. Training Versus Learning 338. Training for Pay 339. Training in Appropriate Methodologies
340. Multi-skilling and Cross-functional Training 341. Intellectual Capital 342. Closing 344. References 345.
Chapter 17
Performance
Measurement 346
Return on Net Assets or Return on Replacement Value 355. Plant Age and Reliability 355. Measure for Weaknesses 355.
References 356.
Chapter 18
Epilogue 357
Beta?s 10-Point Plan 358.
Appendix A
World-Class Manufacturing: A Review of Several Key
Success Factors 364
Appendix B
Reliability Manager/Engineer Job Description 375
Index 379
Acknowledgments
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